MOTIVATION
Developing a highly motivated workforce
Skills in knowing how to motivate staff are not an optional extra for managers, but should be one of their key leadership skills. That is the main conclusion to emerge from a fascinating report prepared for the government by the Public Services Productivity Panel.
The panel discovered that when it comes to motivating staff there are few differences between the public and private sectors. "Motivated employees do not appear by chance and there are real costs for organisations that fail to motivate their staff," it says.
| Common requirements for a highly motivated workforce |
| Strategic framework: including an inspirational vision, transparent values, effective performance measures and HR functions that are central to the business. |
| Supportive culture: provides for delegation, recognition and effective communication within a friendly informal environment in which people are respected and supported. |
| Effective line management: strong emphasis on line managers' interpersonal skills, their ability to feel connected to the leadership, values and direction and consistent action to translate and communicate this to their staff. |
Source: Public Services Productivity Panel.
Included within the report are examples of a range of techniques and practices that "high performing" organisations have already adopted to increase motivation, enhance innovation, enable change management, develop greater customer service and improve delivery.
Key recommendations
This report concludes by recommending that organisations need regularly to assess:
A final word
"All of the organisations that participated in this research stressed that growing and nurturing the commitment and motivation of their staff had been a long-term endeavour. It had required senior managers and staff to work together to design an appropriate framework, and an organisational culture that is supportive of high levels of staff engagement and commitment. They have all worked hard to ensure that they are realistic about what can be achieved and to ensure that they deliver what they have promised. They further emphasised the interconnected nature of their approach, and suggested that a range of elements need to be in place to ensure success." - Public Services Productivity Panel.
Want to know more?
Title: Making a Difference: Motivating people to Improve performance, by Andrew Foster, Greg Parston and John Smith, Public Services Productivity Panel, HM Treasury.
Methodology: The 28-page study is based on qualitative research carried out at eight organisations: six in the public sector and two in the private sector. The approach adopted was to ask senior managers (executive, operations and HR) about the policies and practices that motivate their staff, and then to listen to groups of staff to learn what actually motivates them. What management actions do they respond to positively? What caused or helped them to be more motivated to do a good job?
The following organisations participated in the research:
Availability: To download a copy of the report, free of charge visit . . .
www.hm-treasury.gov.uk/documents/public_spending_and_services/public_services_productivity_panel/pss_psp_enhance.cfm
Paper copies of this report are available from: The Public Enquiry Unit, Room 88/2, HM Treasury, Parliament Street, London SW1P 3AG, tel: 020 7270 4558.
The Public Services Productivity Panel is a small group of senior business people and public sector managers that has been established to identify ways to help improve the productivity of the public sector. It is chaired by Andrew Smith, the Chief Secretary to the Treasury. To find out more jump to . . .
www.hm-treasury.gov.uk/pspp